New Economy Leadership Today, organizational

This transformation of what organizations do is necessitating a shift in focus and emphasis for organizational leaders. Dess and Picken (2000) point out that the traditional tools and techniques of management have been designed to ensure organizational stability, operational efficiency, and predictable performance. In most organizations, formal planning processes, centralized decision-making, hierarchical structures, standardized procedures, and numbers-oriented control systems continue to be at work. It is the view of Dess and Picken (2000) that these structures and processes provide for organizational efficiency while tending to limit flexibility and to create impediments to the innovation, creativity, and change that now exists in the workplace.

Because of this, Bennis (1999) believes that top-down leadership in which heroic individuals or charismatic icons play the dominant role in shaping an or

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uires adaptive work, or work which is flexible, situationally responsible, and oriented toward innovation and the constant management of change. The task of leaders becomes challenging traditional ways of doing business and helping others differentiate between immutable values and outmoded historical practices. Heifetz and Laurie (1997) contend that the solution to adaptive challenges resides not in the executive suite, but in the collective intelligence of employees at all levels. Six principles for leading adaptive work have been identified by these theorists. The first involves ôgetting on the balcony,ö or gaining sufficient distance from the day-to-day activities of the organization in order to identify struggles over values and power, and pinpoint both functional and dysfunctional reactions to change. Secondly, leaders must now identify the adaptive challenge and third, they need to regulate distress. Fourth, they must maintain disciplined attention. Leaders must then give the work back to people and sixth, they must protect voices of leadership from below. Seen in this light, Heifetz and Laurie (1997, p. 134) say that leadership ôrequires a learning strategy. A leaderàhas to engage people in confronting
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Some common words found in the essay are:
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Approximate Word count = 1916
Approximate Pages = 8 (250 words per page)